Insights into Kaizen Culture in Project Management Development Teams

Halldórsson Jónatan Þór () and Möller Eðvald ()
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Halldórsson Jónatan Þór: LS Retail, Iceland
Möller Eðvald: School of Business, University of Iceland, Iceland

Business Systems Research, 2025, vol. 16, issue 1, 80-103

Abstract: Background This paper examines factors influencing kaizen adoption in project management teams, emphasizing agile methods, employee engagement, organizational culture, and effective communication. Objectives The aim of the research was to explore LS Retail employees’ experiences with kaizen implementation in project management, assessing whether a kaizen culture exists and how agile practices support its adoption. Methods/Approach A qualitative methodology was employed, involving semi-open interviews with 12 employees from three development teams at LS Retail. Results The findings indicate that LS Retail’s strong agile tradition has facilitated growing acceptance and support for kaizen. Implementation, however, varies significantly between teams. Notable challenges persist, particularly regarding communication flow, knowledge sharing, and kaizen training, especially within teams less experienced with kaizen methods. Addressing these challenges is essential to achieve a more consistent and effective kaizen implementation throughout the organization. Conclusions The findings provide valuable guidance for organizations implementing kaizen in project management. Key success factors include fostering a supportive and flexible environment, continuous employee education and empowerment, and ensuring effective communication for consistent and successful kaizen adoption.

Keywords: Agile; kaizen, Lean management, project manager, management, leader, leadership, management (search for similar items in EconPapers)
JEL-codes: M1 M11 M2 O3 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:bit:bsrysr:v:16:y:2025:i:1:p:80-103:n:1005

DOI: 10.2478/bsrj-2025-0005

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